This document discusses human resource recruitment. It begins by defining recruitment and its goals. It then covers factors that affect recruiting efforts, the recruitment planning process including requisitions, timing, budget, and record keeping. The document outlines internal and external recruitment sources such as employee referrals, advertisements, employment agencies, schools and professional organizations. It also discusses communication messages and recruitment systems.

1. Human Resource Management
Md. Mostofa Jaman

2. Recruiting

3. Recruiting

4. INTRODUCTION
Recruiting
 Once an organization identifies its human resource
needs through employment planning, it can begin the
process of recruiting potential candidates for actual or
expected organizational vacancies.

5. INTRODUCTION
 Recruiting brings together those with jobs to fill
and those seeking jobs.

6. INTRODUCTION
Recruiting is a process of identifying and hiring
best qualified candidates for a job vacancy, in a
most timely and cost effective manner.

7. RECRUITING GOALS
 To provide information that will attract a significant
pool of qualified candidates and discourage
unqualified ones from applying.

8. FACTORS THAT AFFECT RECRUITING
EFFORTS
 Organizational size
 Employment conditions in the area
Working conditions, salary and benefits offered
 Organizational growth or decline

9. RECRUITING PLANNING
Requisitions:
Requisition is a formal document that authorizes the filling of a
job opening indicated by the signatures of the top management.
Supervisors are seldom given discretion to authorize the filling of
job opening.
Timing:
Two factors that drive the decision of when look for job applicants
are lead time concerns and time sequence concerns.
Number of contacts:
The pool of applicants almost needs to be larger than the number of
vacant position. It is very to determine the exact number needed
to fill a particular vacancy.

10. RECRUITING PLANNING
Recruitment budget & Return on investment:
The recruitment process is a vey expensive component of organizational
staffing. Cost include staff time developing a recruitment message,
website development & administration, advertising, time spent making
personal contacts and following up with potential candidates.
Development of a recruiment guide:
A recruitment guide is a formal document that details the process to be
followed to attract applicants to a job. It should be based on the
organization’s staffing flowchart.
Process flow & Record keeping:
Before deciding where & how to look for applicants, it is essential that organization
prepare for the high volume of data that accompanies the filling of vacancies.

11. CONSTRAINTS ON RECRUITING EFFORTS
INCLUDE
 Organization image
 Job attractiveness
 Internal organizational policies
 Government influence, such as discrimination laws
 Recruiting costs

12. RECRUITING SOURCES
Sources:
Internal Searches
Employee Referrals/
Recommendations
External Searches

13. RECRUITING SOURCES
The internal search
 Organizations that promote from within
identify current employees for job
openings:
 by having individuals bid for jobs
 by using their HR management system
 by utilizing employee referrals

14. RECRUITING SOURCES
Employee referrals/recommendations
Current employees can be asked to
recommend recruits.

15. ADVANTAGES OF INTERNAL
SOURCE
> It is good public relation
> It builds morale
> It encourage good individuals who are
ambitious
> It’s less costly.

16. ADVANTAGE OF EMPLOYEE
REFERRAL
> The employees motivation to make good
recommendation.
> Availability of accurate job information.
> More acceptable.
Disadvantages
> Friend become enemy.
> The potential for nepotism.
> The potential for adverse impact.

17. RECRUITING SOURCES
External searches
Advertisements: Must decide type and
location of ad, depending on job; decide
whether to focus on job (job description) or
on applicant (job specification).
Three factors influence the response rate:
identification of the organization
labor market conditions
the degree to which specific requirements are
listed.
Blind box ads don’t identify the
organization.

18. RECRUITING SOURCES
External searches
 Employment agencies:
 Public or state employment services focus on helping
unemployed individuals with lower skill levels to find
jobs.
 Private employment agencies provide more
comprehensive services and are perceived to offer
positions and applicants of a higher caliber.
 Fees may be paid by employer, employee or both.

19. RECRUITING SOURCES
External searches
 Employment agencies:
 Management consulting, executive search or
headhunter firms specialize in executive placement
and hard-to-fill positions.
 Charge employers up to 35% of the first year salary
 Have nationwide contacts
 Do thorough investigations of candidates

20. RECRUITING SOURCES
External searches
 Schools, colleges, and universities:
 May provide entry-level or experienced
workers through their placement services.
 May also help companies establish
cooperative education assignments and
internships.

21. RECRUITING SOURCES
External searches
 Professional organizations:
 Labor Unions
Operate Placement services

22. RECRUITING SOURCES
External searches
 Cyberspace Recruiting: Nearly four out of
five companies use the Internet to recruit
employees. Commercial job-posting services
continue to grow.

23. RECRUITING SOURCES
Recruitment alternatives
Temporary help services.
Temporary employees help organizations meet
short-term fluctuations in HRM needs.
Older workers can also provide high quality
temporary help.
Employee leasing.
Trained workers are employed by a leasing
company, which provides them to employers
when needed for a flat fee.
Typically remain with an organization for longer
periods of time.

24. RECRUITING SOURCES
Recruitment alternatives
 Independent contractors
 Do specific work either on or off the company’s site.
 Costs of regular employees (i.e. taxes and benefits
costs) are not incurred.

25. COMMUNICATION MESSAGE
Realistic Recruitment Message:
A realistic recruiting message portray the organization and
the job as they really are rather than describing what the
organization thinks job applicants want to hear.
Employment Brand Message:
Organization wishing to portray an appealing message to
potential applicants may develop an employment to
attract applicants. An employment brand is a “good
company tag” that places the image of “being a great place
to work. An organizations employment brand is closely
tied to it’s product market image.

26. Advantage of Brochure:
It can be lengthier than advertisement.
Disadvantage of Brochure:
Costly to develop. Less credible.
A successful brochures possesses:
1. A unique theme or point of view relative to organizations in same
industry.
2. A visual distinctiveness in terms of design & photograph. A good
format for the brochure is to begin with a general description of
the organization includes it’s history, culture, values, goals,
brand.

27. Videos & Videoconferencing:
A video can be used along with brochure, but it should simple
replicate the brochure. Brochure should be used for general
information & video should be used to show the culture & climate
of the organization.
Advertisements:
Ads are much shorter and to the point than recruitment
brochures.
Organizational Websites:
Direct Contact:
Two most common media for direct contact is messages & e-mail.

28. CLOSED, OPEN & HYBRID
RECRUITMENT
Close internal Recruitment System: Under a
closed internal system, employees are not made aware of job
vacancies. The only people made aware of promotion or transfer
opportunities are those who oversee placement in the HR
department. It is very efficient. And time & cost involved are
minimal.
Open Internal Recruitment System: Under an open
internal system employees are made aware of job vacancies. This
is accomplished by a job posting & bidding system. It gives
employees a chance to measure their qualifications against those
required for advancement. It creates unwanted competition. It is
lengthy & time consuming.

29. Hybrid system of internal Recruitment:
Under a hybrid system, both open & closed steps
are followed at the same time. Job vacancies are
posted and HR department conducts a search
outside the job posting system.